Built to grow
Amazon brands
the right way.

The situation

An established brand with a mature catalogue. Growth had plateaued and the obvious next move looked like launching more SKUs — new capital, new tooling, six months before anything reached the P&L. We took a different view. The catalogue wasn't the constraint. The way it was being sold was.

What we did

• Rebuilt the growth engine around the products already on the shelf, with no new inventory risk and no new capital deployed.
• Restructured PPC to strip out wasted spend and concentrate budget on converting terms.
• Reworked listings and creative across the top-performing SKUs.
• Ranking work on the keywords that drive profitable volume, rather than the ones with the biggest search numbers.

Why it matters

Revenue grew 21%. Profit grew 78%. That gap is the difference between an agency that manages your ad account and a partner that manages your P&L.

The situation

A brand burning cash. Ad spend was going out against a catalogue where several products could never be profitable at their cost base, and the winners were being starved of both budget and inventory to keep the losers alive.

What we did

Both engines at once. On the margin side we renegotiated COGS to create headroom. On the catalogue side we made the unpopular call quickly: two products were never going to make money, so we killed them and liquidated the stock at roughly break-even. That released ad budget and cash at the same time, and we put both behind the single product generating the most profit.

The situation

A standing start in apparel, one of the most competitive categories on Amazon. An initial attempt in April sold out almost immediately and left the brand out of stock, so the real launch began in June with rank to rebuild and everything to prove.

What we did

The launch lived or died on PPC, and we got it right. Rather than buying volume and hoping margin followed, we built the campaign structure around positioning the product precisely against the category, so that spend went into the terms where it would convert and rank at the same time.

Why it matters

Launching is easy to do unprofitably. Nearly 27% net margin by month four, in apparel, is the number to look at.

The situation

A brand sitting at $30,000 a month that had stalled. The volume was available to the account, but there was no structure capable of taking it without the economics falling apart.

What we did

He was already running PPC, so we had keyword and conversion history to work from rather than building blind. The keywords with the strongest conversion rate and highest relevancy came first. Anywhere the account was ranking mid-pack on a term with real potential, the target was simple: top ten by month end, to kick-start the organic flywheel.

Before scaling spend we fixed the listing side — reworked images, rebranded creative, lifted click-through and conversion first. Getting the fundamentals right meant every dollar of ad spend converted into more sales than it otherwise would.

Why it matters

Scaling almost always costs margin — spend rises faster than sales and the account grows its way into a worse position. Holding ad cost between 10% and 20% while doubling revenue is what stops growth eating the profit.

The situation

High search volume, a large D2C brand already entrenched, and established players in the market — at least one pricing below our target. Launched mid-November with no Q4 seasonality to lean on, against a well-funded competitor already racing to the bottom on price.

What we did

We helped build a sophisticated listing, and he built a genuinely good product — landing a 4.9 average on early Vine reviews, which put real reviews on the board fast. Enough margin went into launch pricing to carry a heavier TACOS while we fought for position, rather than matching a competitor already underpricing the category.

Rather than spreading across the 200-plus keywords the niche could theoretically target, we concentrated the campaign structure on root terms. Subscribe-and-save went in early to lock repeat revenue before anyone else in the category. When stock ran low we protected margin on what was left, then rebuilt the playbook to relaunch profitably the moment stock returned.

Why it matters

Most launches buy rank and lose money doing it, then spend the next six months trying to climb back to profitability. Being in profit inside the first month, in a category with an entrenched competitor, is the harder version.

The situation

A UK supplement brand launching with one product, limited stock and a tight timeline, in a niche small enough that most operators would have passed on it.

What we did

In a small niche you can't win on volume, so we won on efficiency. Every pound of ad spend had to earn its place, and the listing had to carry the conversion rather than ads compensating for it. A 10% TACOS at 38% margin is what that looks like.

The situation

A seven-figure supplements brand, run in-house for ten years, with revenue and price both drifting downward.

What we did

A PPC turnaround built on proper reporting. Once we could see which campaigns were actually carrying the account, we rebuilt the plan around them — and moved the numbers inside the first few weeks rather than waiting a quarter for data to settle.

Why this one matters

We don't only run other people's accounts. We own and operate a portfolio of Amazon brands on our own capital — so the strategy we recommend to you is the one we back with our own money.

What we did

Ranking first, because in a crowded category nothing else matters until you hold position. We used product variations to build differentiation rather than fighting head-on for a single term, while negotiating larger order volumes at lower COGS to create the margin headroom that made the ranking push affordable.